A CRO with real cross-functional authority builds a revenue engine; one who's just a rebranded sales chief chasing targets will fail. Before changing anything, baseline your existing team and processes. Disrupting inherited systems without understanding them first kills growth.
Chapters
You can go CRO to CRO in different companies and the job is completely different because one CRO remit might have full autonomy and authority to create that integrated approach where everybody is aligned. Another CRO remit might just be the title, but you are really a chief sales officer where you're given what you're given and you must go make the number. No matter how it's designed. The former is way better than the latter. Like, you don't want the CRO title with a sales leader remit. It doesn't work. That's how companies fail. So titles matter. But the reason that failure occurs at any line, whether it's a first line, a midline, a geo, or a CRO, they start to chase the number. The first thing they do. They don't baseline their team. Okay, so that's the first miss. It's harder as you get bigger, but, and it takes longer as you're in this, you know, you come up to the CRO role, doing it takes longer and you still have to execute. But guess what? Whatever you've inherited has already been executing. It's not gonna get worse. So you better, instead of jumping in and thinking you know what to do before you've baselined and unpacked, Everything that wraps around the sales process, okay, we avoid it.
